Check Out David Rogers, Digital Transformation O.G.'s LinkedIn Stats (Last 30 Days)

It was a true pleasure to join nearly 30 leaders of business & government on campus two weeks ago for my program, “Leading Digital Transformation: Rebuilding Organizations for the Era of A.I.” We had an amazing group of leaders from the USA, Mexico, Colombia, Argentina, Saudi Arabia, the UAE, Nigeria, Philippines, Kazakhstan, Netherlands, Germany, and the United Kingdom. They represented global businesses from the sectors of banking, energy, manufacturing, chemicals, human resources, and private equity. And they included government agencies involved in tourism, social welfare, and national intelligence. Our 4-day class took a hands-on approach to the challenge of transforming organizations to thrive in the age of A.I. and continuous digital change. Working in small teams, every participant worked on their own roadmap to:    1. Define a Shared Vision  2. Pick the Problems that Matter Most  3. Validate New Ventures  4. Manage Innovation at Scale  5. Grow Technology, Talent, and Culture Next week, I will share posts on our three incredible guest speakers – from Walmart, Boeing, and The Carlyle Group – and the insights and challenges that they each shared with us. Thank you to the incredible students and to our program manager Jordan Davis for a seamless learning experience for all! ▶ CLASS INFO: https://lnkd.in/eV27j6v6 ▶ FREE BOOK CHAPTER OVERVIEW: https://bit.ly/DX-chapter Abdulmajeed Sultan Alturki, Ana Isabel Chaparro Garzón, Avinash Jalan, Chris Pollitzer, Dave Bottoms, David Burns, Diego Florian Garzon, Kike Lanza, Gabriela Rossi, Gautam Swami, Gustavo Guraieb, Julia Goldstein, Julius G., Khalid AlShurayhi, Léon van Berlo, Mark Flickinger, Murat Koshenov, CFA, FRM, Dr. Naeem Al-Hazmi, Nasir Ameen, Noemi Reiss, Richard Rizo, Rogerio Bergamo, Shamma AlNuaimi, Simon Lyall-Cottle, Sridhara (Sri) Gutti, MBA, Susan Sullivan. Columbia Business School Executive Education

What a delight to cap off a 7-month journey of my "Digital Business Leadership Program" and celebrate with the GRADUATES of our 6th cohort at Columbia Business School Executive Education! Your work on both your innovation team project, and on your "organizational change case" capstones, was truly... transformational! I look forward to watching the leadership journey ahead for each one of you! And... huge thank you's to Jeremy Kagan (lean startup coach to our innovation teams), to Alberta Barron (our program manager), and to all our guest faculty and speakers over the last 7 months: Moran Cerf, David Bell, Atif Rafiq, Clark Boyd, Martina Lauchengco, Manini Madia, and Elizabeth Kiehner. -- Harry Bailey Stephanie Bryan, PMP Brett Cleveland Manisha Heda Vincent Hutcherson, PMP Megan McCafferty Cristina Menchaca Juan José Opazo Nathan Peppler Elangovan Shanmugam Kirk Spangenberg

Any innovation expert worth their salt will tell you to “focus on solving problems.” But WHOSE problems should you solve? If you’re running a hospital, should your digital innovation efforts focus ONLY on solving the problems of patients? What about solving your doctors’ biggest problems? Your nurses’? In most innovation theory, the focus is on solving CUSTOMER problems. That is critical. And it is where I always argue that we should start. But for strategy to truly create & capture maximum value —  it also needs to address your essential BUSINESS problems. Think of e-commerce: If you are running a fulfillment center, your business will live or die based on your ability to continually improve how you solve two problems: 1. “Picking” (getting the right products from warehouse shelves into a plastic bin) 2. “Packing” (getting everything in that bin packed into the optimal cardboard container) 📑 My latest ARTICLE for “David Rogers on Digital” ◾ Offers a definition for “Business Problems” vs. “Customer Problems” ◾ Gives 10 case examples of high-value “business problems” ◾ Shows how to apply this to internal innovation, like in supply chain or human resources ◾ Explains why finding the “owner” of a problem is the first step to solving it READ: https://bit.ly/4g5hOVB 👀 “Solving problems” is not enough. We have to know WHOSE problem we are solving, and how they experience it… before we can begin the process of iterative experimentation that will unlock real value for your business. ▶ READ MORE: https://bit.ly/4g5hOVB #strategy #innovation #designthinking #problems #experimentation

A belated thank you to my hosts and friends seen on my trip to #Dubai last month—when I travelled to speak on #digital #culture to a national gathering of government leaders from across the U.A.E. sharing their efforts for digital transformation in every department and ministry of the government. It was an honor to meet privately with Her Excellency Ohood Khalfan Al Roumi (Minister of State for Government Development and Future), and later with His Excellency Mohamed BinTaliah (Chief of Government Services, Government of UAE). It was my pleasure to share meals with two former students of mine as well. Alberto de Andrés Ibáñez was recently tapped to help lead DX with the Ministry of Education. And NEWTON REBELLO leads marketing for one of the key companies within G42, an AI company based in UAE; we celebrated the news of Microsoft’s $1.5B investment in the company. Thank you to everyone for your insightful questions, your deep experiences shared from digital transformation in government, and your hospitality. I look forward to returning soon!

“Executives should encourage their teams to think in two levels as they set goals: …On the first level those would be specific objectives and KPIs that the business unit is directly responsible for. The second, higher-order, level is where strategic objectives of the company as a whole can be found. No single project team or department can assume the sole responsibility for achieving them, but it should still be seeking to support them.” So glad you found my concept of defining objectives at 2 levels useful, Olga Chekanchikova! Thank you for sharing your further thoughts on this topic below. If you’d like to read the sequel to that book 📕 (just published), ▶ You can Download a Free Chapter to “The DX Roadmap” here: https://bit.ly/DX-chapter

Year ago, when I was speaking in Italy, my host welcomed me to the stage saying, “We are so happy that David Rogers is here to speak to us about digital transformation because it is a topic that all of us are talking about. And yet, digital transformation is like an #empty #briefcase…” Pause. He smiled and continued. “Everyone is carrying it around, but no one knows what’s inside it.” == 💡 DEFINING DIGITAL TRANSFORMATION 💡== I realized that day the importance of defining “#digitaltransformation” (or, #DX) before beginning any serious discussion of it. My new 📕 book, “The Digital Transformation Roadmap” (2023) lays out an explicit #definition of digital transformation: "TRANSFORMING AN ESTABLISHED BUSINESS TO THRIVE IN A WORLD OF CONSTANT DIGITAL CHANGE." Three important truths are embedded in that definition. First, DX is about #business, #not #technology. Too often, DX efforts are defined in terms of the technologies they intend to harness (A.I., blockchain, robotics, cloud computing, etc.). Of course, technology will be part of the implementation of any digital strategy you develop. But any DX effort should be framed around your business, your employees, and your customers—not around a list of technologies to adopt. Second, DX is about changing an #existing #organization, #not creating a #startup. A start-up’s mission is to search for a profitable business model and then scale up a new organization to support its growth. But an established business already has both a business model and an organization—with employees, customers, products, distribution channels, partners, and an established culture and way of working. Thus, DX is fundamentally about changing an organization that is already in motion. In physics, the tendency of a body in motion to keep moving in the same direction and at the same speed is called inertia. The more massive the body, the harder it is to change course. This is true in business as well, where your biggest enemy of transformation is inertia—the organization’s resistance to change. Third, DX is a #continuous #process; it is #not a #project with start and end dates. This is because the digital revolution is not a single change that has happened (the birth of the internet, the shift to mobile, the rise of generative A.I.) that you must adapt to. The digital revolution is an ongoing acceleration of change being driven by successive waves of new technologies. It will continue to reinvent customer behaviors, business models, and economic systems far into the future. For the #mathematically inclined ➗ , the new book also offers a formula to explain DX... ▶ TO CONTINUE READING: Click on #LINK in my comment below! 🔻 🔻🔻 🔻